The
face of project management is changing. Economic fluctuation, evolving risk,
and increasingly stringent regulations are creating new challenges for project
managers. To meet these challenges and ensure the success of diverse projects
across the enterprise, organizations must consider new and innovative
methodologies and approaches that can inject innovation into processes.

Illuminating
these realities, Oracle recently brought together a group of business leaders
who revealed insight into two evolving areas: the role of project management
offices (PMOs) and the increasing real-time reach of mobile technology. The
Enterprise Project Portfolio Management (EPPM) Board – a steering group of
senior executives, academics, and industry experts that looks at how C-level
executives can successfully prioritize and manage the project portfolio –
raised questions over the long-term value of PMOs and the way mobile technology
can transform project management.

Wednesday Jul 16, 2014

It all starts with good intentions; your good intentions
to make a positive impact on the business, your good intentions to help the
business become organized, and your good intentions to improve efficiencies and
effectiveness. You’re thinking creatively, you’re excited about making positive
changes and you’re full of optimistic energy. Yet with all these good
intentions, your attempt to deploy a Project Management Office (PMO) is met with
resistance from colleagues and fraught with difficulties in implementation.

Why?

Corey Spagnoli, Senior director of Continuous Improvement
PMO from NCR Corporation, a PMO veteran with 13 years’ experience, talks
through three of his most problematic examples of PMO rollout in IT and
Continuous Improvement environments, and the critical success factors involved.
Corey talks us through his PMO deployment mistakes, demonstrates the pitfalls
to avoid, and shows us how to overcome the difficulties, becoming one of our
PMO rollout success stories.

Corey’s advice is to consider three key elements for a
successful PMO rollout:

1). Understand the needs of the business

2). Match to the business culture

3). Build in flexibility

Read about the three key elements in more detail here. Full article here.

Thursday Jan 30, 2014

A
new report from Oracle’s Enterprise Project Portfolio Management (EPPM) Board
in North America directly tackles two critical issues that have divided the
project portfolio community for years. The first is whether organizations are
best served by a central project management office (PMO) or by a decentralized
approach that distributes project management responsibilities among individual
business units. The second flashpoint is the rise of mobility among EPPM
professionals and whether senior executives should encourage this trend.

Read the full report and learn how a
balanced approach to mobility can help organizations address both the benefits
and risks of this important issue. “A failure to embrace [mobility] could have
serious consequences for the delivery of successful projects,” Board members
say. They added that evidence shows that when projects fail, many people know
well in advance but are worried by what the disclosure could do to their
careers. “Smart devices, apps that deliver real-time data straight to the
C-level, and dashboard analysis were all viewed as positive ways in which to
combat such cognitive, but very human, behavior,” the report explains.